Question 1

Why might it be better to have a majority or minority position in a joint venture?

Accepted Answer

​The logic of having a higher level of e

Question 2

Experience is typically used as a proxy for measuring the learning that results from an alliance.

Accepted Answer

A) True 
 B)False

Question 3

The high entry barriers in a given industry:

Accepted Answer

A) ​Preclude any alliance activity. 
B) ​May result in alliances that can lower cost and risks to market entry. 
C)  ​Prevent network ties from reaching an alliance level. 
D)  ​Tend to dilute the individual strength of any firm in the alliance. 
A) ​Preclude any alliance activity. 
B) ​May result in alliances that can lower cost and risks to market entry. 
C)  ​Prevent network ties from reaching an alliance level. 
D)  ​Tend to dilute the individual strength of any firm in the alliance.

Question 4

A friend of yours stated: "I would never want to be dependent on an alliance. I prefer an acquisition so that everything would be under my control." How would you respond?

Accepted Answer

The friend's position is understandable.

Question 5

The ad hoc approach to organization allows firms to systematically learn from the experience.

Accepted Answer

A) True 
 B)False

Question 6

A firm would prefer equity relationships if it fears that its intellectual property may be expropriated by partners.

Accepted Answer

A) True 
 B)False

Question 7

In finding organizational partners, it is desirable to identify candidates that present both strategic fit and organizational fit.

Accepted Answer

A) True 
 B)False

Question 8

Objective, rather than subjective, measures are used to judge the performance of strategic alliances.

Accepted Answer

A) True 
 B)False

Question 9

Decisions to form a strategic alliance are based primarily on resource-based considerations.

Accepted Answer

A) True 
 B)False

Question 10

At Stage I of the alliance formation process, which of the following is a viable option?

Accepted Answer

A) Engage in market transactions. 
B) Pursue cooperative interfirm relationships. 
C)  Opt for merger or acquisition. 
D)  All of the above. 
A) Engage in market transactions. 
B) Pursue cooperative interfirm relationships. 
C)  Opt for merger or acquisition. 
D)  All of the above.

Question 11

The first step in the dissolution of an alliance is:

Accepted Answer

A) ​Going it alone. 
B) ​Uncoupling. 
C)  ​Initiation. 
D)  ​Going public. 
A) ​Going it alone. 
B) ​Uncoupling. 
C)  ​Initiation. 
D)  ​Going public.

Question 12

A horizontal alliance consists of members that are competitors.

Accepted Answer

A) True 
 B)False

Question 13

To ward off potential opportunism, a firm may place its critical skills and technologies in a "black box' sort of arrangement to which the alliance partner has no access.

Accepted Answer

A) True 
 B)False

Question 14

Cooperation between rivals is usually suspected of being:

Accepted Answer

A) Tacit collusion. 
B) Explicit collusion. 
C)  Socialism. 
D)  All of the above. 
A) Tacit collusion. 
B) Explicit collusion. 
C)  Socialism. 
D)  All of the above.

Question 15

Underlying the decision to engage in cooperative interfirm relationships is

Accepted Answer

A) ​A set of strategic considerations. 
B) ​A comprehensive model based on formation, evolution, and performance. 
C)  ​Elements of the industry-, resource-, and institution-based considerations. 
D)  ​All of the above. 
A) ​A set of strategic considerations. 
B) ​A comprehensive model based on formation, evolution, and performance. 
C)  ​Elements of the industry-, resource-, and institution-based considerations. 
D)  ​All of the above.

Question 16

From the view of industry structure, in oligopolistic industries, there are an above average number of available players as potential partners.

Accepted Answer

A) True 
 B)False

Question 17

The choice between contract and equity approaches to growth is highly dependent on institutional constraints.

Accepted Answer

A) True 
 B)False

Question 18

Which of the following are NOT true regarding managers involved in alliances and networks?

Accepted Answer

A) They require relationship skills which foster trust with partners. 
B) They must guard against opportunism. 
C)  They must recognize that interests of the firms fully overlap. 
D)  They have to represent the interests of their respective firms. 
A) They require relationship skills which foster trust with partners. 
B) They must guard against opportunism. 
C)  They must recognize that interests of the firms fully overlap. 
D)  They have to represent the interests of their respective firms.

Question 19

Emerging trends concerning formal government policies on entry mode requirements include:

Accepted Answer

A) More conservative policies. 
B) Imposing considerable requirements. 
C)  Banning joint ventures. 
D)  Welcoming wholly owned subsidiaries. 
A) More conservative policies. 
B) Imposing considerable requirements. 
C)  Banning joint ventures. 
D)  Welcoming wholly owned subsidiaries.

Question 20

Keiretsu networks often consist of upstream vertical alliances.

Accepted Answer

A) True 
 B)False

Why might it be better to have a majority or minority position in a joint venture?

Experience is typically used as a proxy for measuring the learning that results from an alliance.

The high entry barriers in a given industry:

A friend of yours stated: "I would never want to be dependent on an alliance. I prefer an acquisition so that everything would be under my control." How would you respond?

The ad hoc approach to organization allows firms to systematically learn from the experience.

A firm would prefer equity relationships if it fears that its intellectual property may be expropriated by partners.

In finding organizational partners, it is desirable to identify candidates that present both strategic fit and organizational fit.

Objective, rather than subjective, measures are used to judge the performance of strategic alliances.

Decisions to form a strategic alliance are based primarily on resource-based considerations.

At Stage I of the alliance formation process, which of the following is a viable option?

The first step in the dissolution of an alliance is:

A horizontal alliance consists of members that are competitors.

To ward off potential opportunism, a firm may place its critical skills and technologies in a "black box' sort of arrangement to which the alliance partner has no access.

Cooperation between rivals is usually suspected of being:

Underlying the decision to engage in cooperative interfirm relationships is

From the view of industry structure, in oligopolistic industries, there are an above average number of available players as potential partners.

The choice between contract and equity approaches to growth is highly dependent on institutional constraints.

Which of the following are NOT true regarding managers involved in alliances and networks?

Emerging trends concerning formal government policies on entry mode requirements include:

Keiretsu networks often consist of upstream vertical alliances.

Strategizing Around the Globe

Managing Industry Competition

Leveraging Resources and Capabilities

Emphasizing Institutions, Cultures, and Ethics

Growing and Internationalizingthe Entrepreneurial Firm

Entering Foreign Markets

Managing Global Competitive Dynamics

Diversifying, Acquiring, and Restructuring

Strategizing, Structuring, and Learningaround the World

Governing the Corporation Around the World

Strategizing With Corporate Social Responsibility

Filters

Exam 7: Making Strategic Alliancee and Networks Work

Why might it be better to have a majority or minority position in a joint venture?

Experience is typically used as a proxy for measuring the learning that results from an alliance.

The high entry barriers in a given industry:

A friend of yours stated: "I would never want to be dependent on an alliance. I prefer an acquisition so that everything would be under my control." How would you respond?

The ad hoc approach to organization allows firms to systematically learn from the experience.

A firm would prefer equity relationships if it fears that its intellectual property may be expropriated by partners.

In finding organizational partners, it is desirable to identify candidates that present both strategic fit and organizational fit.

Objective, rather than subjective, measures are used to judge the performance of strategic alliances.

Decisions to form a strategic alliance are based primarily on resource-based considerations.

At Stage I of the alliance formation process, which of the following is a viable option?

The first step in the dissolution of an alliance is:

A horizontal alliance consists of members that are competitors.

To ward off potential opportunism, a firm may place its critical skills and technologies in a "black box' sort of arrangement to which the alliance partner has no access.

Cooperation between rivals is usually suspected of being:

Underlying the decision to engage in cooperative interfirm relationships is

From the view of industry structure, in oligopolistic industries, there are an above average number of available players as potential partners.

The choice between contract and equity approaches to growth is highly dependent on institutional constraints.

Which of the following are NOT true regarding managers involved in alliances and networks?

Emerging trends concerning formal government policies on entry mode requirements include:

Keiretsu networks often consist of upstream vertical alliances.

Strategizing Around the Globe

Managing Industry Competition

Leveraging Resources and Capabilities

Emphasizing Institutions, Cultures, and Ethics

Growing and Internationalizingthe Entrepreneurial Firm

Entering Foreign Markets

Managing Global Competitive Dynamics

Diversifying, Acquiring, and Restructuring

Strategizing, Structuring, and Learningaround the World

Governing the Corporation Around the World

Strategizing With Corporate Social Responsibility

Filters